Every decision, with its reasons.
Pohja keeps each decision your organisation makes with the reasoning behind it, the options turned down, and when to look at it again.
Pohja keeps each decision your organisation makes with the reasoning behind it, the options turned down, and when to look at it again.
A quarterof every week goes on looking for answers.Atlassian1 in 5staff said they’d caught Copilot presenting false information as fact.UK government trialCopilot guesses.In seconds, Pohja answers only from what your people decided.
Every time you double the size of your business, the working relationships roughly quadruple. Three people have three working relationships. Twenty-five have three hundred.
A study of 2,732 quality improvements at 295 suppliers to a car maker found that more than 16% of the gains from learning on the job were lost every year. Gains from deliberate improvement work fared a little better: 13% lost every year.
What lasted longest was knowledge built into technology, rather than knowledge held in routines or by people.
Agrawal and Muthulingam, 2015.
Manufacturing & Service Operations Management
The same pattern held in a 2020 follow-up on shared suppliers: knowledge held in routines faded fastest. Agrawal, Mukherjee and Muthulingam, 2020.
Production and Operations Management
84
At most 84 of every 100 gains are still there a year later.
Still there
Lost within the year
At home or at another site, there’s no one to bump into and no conversation to overhear. Decisions get made where only some people can see them. With Pohja, anyone can ask why. Pohja answers, or shows who to ask.
ON THE PHONE
Films
What is PohjaWhat Pohja keeps, and for whom.90 SEC
Why organisations forgetWhy the reasons behind decisions go missing as a business grows.117 SEC
AskingGetting a question to the person who can answer it.114 SEC
Suppliers and negotiationsEverything you hold on a supplier, on one page before you meet them.90 SECFILM 01What is PohjaWhat Pohja keeps, and for whom.90 SEC • 27 SEP 2026›
FILM 02Day oneHow an organisation gets Pohja started, and why it takes hours, not days.99 SEC • 27 SEP 2026›FILM 03AskingGetting a question to the person who can answer it.114 SEC • 28 SEP 2026›
FILM 04ThreadsQuick messages that become an open point, with every name kept and nothing retyped.72 SEC • 21 OCT 2026›
FILM 05From a meeting to a decisionHow something said in a meeting becomes part of your business’s record, once the speaker agrees.77 SEC • 28 SEP 2026›
FILM 06DecidingA question not yet decided, an open point, becomes a decision, and the disagreement stays on it.81 SEC • 28 SEP 2026›
FILM 07Ask PohjaAsking what was decided, answered only from what your business kept.67 SEC • 27 SEP 2026›FILM 08Suppliers and negotiationsEverything you hold on a supplier, on one page before you meet them.90 SEC • 28 SEP 2026›
FILM 09ValueThe year’s targets, and the moments nobody writes down.82 SEC • 30 SEP 2026›
FILM 10Six months to an awardOne tender, followed from the first question to the contract.114 SEC • 30 SEP 2026›
FILM 11The Memory DockSuppliers and advisers working inside your memory, and what stays when they leave.200 SEC • 27 SEP 2026›FILM 12Why organisations forgetWhy the reasons behind decisions go missing as a business grows.117 SEC • 29 SEP 2026›
FILM 13Nine months’ coverWhen someone goes on leave, a colleague holds their place until they are back.84 SEC • 29 SEP 2026›
MerseyLink Telecom is a fictional organisation. Its people and decisions are illustrative.
This week, on the record
Last updated 12 October 2026Your own copy of a fictional organisation, with its decisions, people, suppliers and negotiations. Choose outsourcing or hospitality.
Signals
Organisational memory is becoming infrastructureSAP, Meta and Stack Overflow, 2026 — each now builds memory for people and AI agentsAsk an AI the same question twice, and you may get two answersAtıl et al., Eval4NLP 2025 — even at settings meant to make them repeatable, no model tested always answered the same wayRecording decisions and their reasons kept a programme’s memory as its leaders moved onvan der Walt et al. · Australasian Journal of Engineering Education, 2026Procurement law now asks buyers to show whyUK Procurement Act 2023 · in force February 2025Regulators want tested exit plans for critical suppliersEU Digital Operational Resilience Act · since January 2025Knowledge gained through a shared supplier faded almost twice as fastAgrawal, Mukherjee & Muthulingam · Production and Operations Management, 2020A UK bank has blocked WhatsApp on its staff’s work devicesNatWest Group · from November 2024 · reported by IT ProA CHALLENGEThree in four professionals now use an AI note-takerFellow.ai survey, 2025 · a note-taker vendorRead
Organisations keep almost everything except the reasoning that connects it. An essay on what that costs, and on the difference between what was said and what was decided.
Read the essay ›An outsourcing contract outlives the people who negotiated it. Four screens: what a renewal looks like when the reasons are still there.
Read the paper ›A discussion paper for organisations that already run on Confluence. Why a wiki keeps what you wrote, but not what you decided.
Read the paper ›The general manager goes on maternity leave, and her deputy steps in. What it looks like when the reasons are still there, and nobody has to call her.
Read the paper ›A founder hands the business to the team that runs it. What it looks like when the reasons don’t retire with him.
Read the paper ›New research on Wales’s Productivity Heroes names succession as what keeps them going. What a handover depends on that the figures don’t count.
Read the paper ›A door supplier keeps putting back its fire certificates. Eighteen months later, the Building Safety Regulator asks what was agreed.
Read the paper ›Listen
Six minutes. Two voices, made with ElevenLabs. 6:08
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